By Alec Sharp, Patrick McDermott
ISBN-10: 1596931922
ISBN-13: 9781596931923
Finally - here is the long-awaited, widely revised and increased variation of the acclaimed and bestselling publication, "Workflow Modeling". This completely up-to-date source offers confirmed options for selecting, modeling, and remodeling enterprise techniques, and explaining the way to enforce workflow development, this booklet is helping pros outline necessities for platforms improvement or platforms acquisition. by means of displaying find out how to construct visible types for illustrating workflow, the booklet is helping practitioners investigate their present enterprise approaches and notice the place method development and platforms improvement can ensue. prime writer Alec Sharp is an across the world well-known professional in enterprise method administration and is in excessive call for as a speaker and seminar chief within the box.
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Additional info for Workflow Modeling: Tools for Process Improvement and Application Development, 2nd Edition
Sample text
This made them such expensive luxuries that money for frivolities was called “pin money,” since only people with money to squander bought pins. ” This specialization allowed a fantastic increase in the number of pins produced, making pins readily available to anyone. Smith notes how 10 men, who, individually, could not make even 20 pins in a day, were collectively able to make 48,000 pins in a day by dividing the labor and specializing. Popularly, the Industrial Revolution is associated with the arrival of the steam engine, but its real legacy was the division of complex work into simpler tasks.
Now, “process” seems so intrinsic to the management of corporations, government agencies, and other institutions that it’s easy to forget that it’s still a relatively new field. In fact, for most of the twentieth century, until about 1990, there was virtually no discussion of the concept of business processes. Deming is a notable exception, but his seminal work on quality was largely ignored (except in Japan) for decades. At the dawn of the century, the scientific management revolution1 began the quest to find the best way to design manufacturing processes, but the focus was on individual tasks, not on improving what we have come to know as an end-to-end business process.
In many cases, advice was given that was just plain bad. )5 was “reengineering” something that wasn’t actually a process. It’s astounding how many reengineering efforts applied to a “business process” that, strangely, exactly fit within the boundaries of a department or function. Of course, this only exacerbated the problems of isolation and specialization. The Wonder Years: 1996–2000 On the heels of the reengineering backlash, the mid- to late 1990s saw focus on information technology to an extent that caused us to wonder just what everyone could have been thinking (hence the term the wonder years).